Attention, Arbor Work Advantage Job Seekers!
I know at times it may feel like things are not working out in your favor. As you pursue employment the odds may seem to be against you, but having the tenacity and the self belief makes you a winner already.
Visualizing yourself in a desired position gives you the courage and motivation in order to conquer your goals no matter the adversity your faced with.
So remain outgoing, resourceful and keep a positive spirit. Always speak with optimisim and avoid pessimists.
You can accomplish all that you put your mind to. The world is yours and it's up to you to take full advantage of all opportunities presented to you.
Having a course of action and an idea of how you intend to reach your destination. A plan of action consists of;
1. SETTING and IDENTIFYING GOALS
2. ESTABLISHING AN OBJECTIVE and SPECIFIC TIME FRAME TO ATTAIN YOUR GOAL
3. EMPLOYING the PERFECT STRATEGIES and/or METHODS that will help stay the course and reach your goal or desire.
Good Luck and hope to see you in the workforce soon!!
Written by: George Billips
(Field Manager)
Monday, June 30, 2008
Friday, June 27, 2008
Sector Training Customer Service 101
Arbor Customer Service Sector Training Huge Success!!!!
This week (6/23/08) the Arbor Work Advantage field team kicked off its Customer Service Sector Training at the Genesis youth facility in Brooklyn. During our week long training participants were instructed in the skill sets needed to become successful in the Customer Service Sector. After an intense breakdown of the sector and in-depth, real world case studies and scenarios participants were able to show suitable proficiency in Customer Service and now possess the employable skills needed to be competitive in today’s workforce. Upon the completion of the course each participant received a certificate of completion and was asked to give a brief statement about how they felt about the training and their future in the workforce. Here is what a few of them had to say:
“Interesting… a new experience”
- Jessica Cox
“The Arbor (Work Advantage Team) is trying to change the community by helping the youth”
- Christian Oben
“The guys at Arbor want to get the job done!”
- Akeem Benjamin
“During my week in the Arbor program I learned about Customer Service. It was very interesting. Before this program I didn’t know how to handle bad situations or the way to talk to the customers. Now after this program I’ve learned how to deal with those situations the correct way. This is a good program and I will tell my peers about it.”
- Charisma Taylor
The Arbor Work Advantage field team would like to thank the staff of Help 1, Genesis, and the Boys and Girls club for making this training such a success.
Written By : Mr Joel Williams ( Trainer)
This week (6/23/08) the Arbor Work Advantage field team kicked off its Customer Service Sector Training at the Genesis youth facility in Brooklyn. During our week long training participants were instructed in the skill sets needed to become successful in the Customer Service Sector. After an intense breakdown of the sector and in-depth, real world case studies and scenarios participants were able to show suitable proficiency in Customer Service and now possess the employable skills needed to be competitive in today’s workforce. Upon the completion of the course each participant received a certificate of completion and was asked to give a brief statement about how they felt about the training and their future in the workforce. Here is what a few of them had to say:
“Interesting… a new experience”
- Jessica Cox
“The Arbor (Work Advantage Team) is trying to change the community by helping the youth”
- Christian Oben
“The guys at Arbor want to get the job done!”
- Akeem Benjamin
“During my week in the Arbor program I learned about Customer Service. It was very interesting. Before this program I didn’t know how to handle bad situations or the way to talk to the customers. Now after this program I’ve learned how to deal with those situations the correct way. This is a good program and I will tell my peers about it.”
- Charisma Taylor
The Arbor Work Advantage field team would like to thank the staff of Help 1, Genesis, and the Boys and Girls club for making this training such a success.
Written By : Mr Joel Williams ( Trainer)
Tuesday, June 17, 2008
Identifying The Right Reference For Your Job Opportunity
References available on request. You see the phrase at the end of many sample resumes, and decide to include it on your resume. But it's important to know whom to include on your reference list, what information you need to provide to your references, what information to provide about your references, and how to use your references in your job search.
Make Your Reference List Purposeful
References are individuals who can attest to your qualifications for a particular position. They can discuss your skills and attributes. It's a good sign if an employer asks for your references it means you are still in the running for the job. Your references can confirm your abilities, so it's important to select people who can provide the information the recruiter will seek.
When selecting references, consider two questions:
Does this person know you professionally and know you well?Your relationship with the person is more important than the person�s name or job title. For example, if you have interacted with the president of your university a few times, but meet with the adviser to your student group weekly, the adviser is the better choice for your reference. He or she can discuss your skills using more specific examples. Avoid using personal references whenever possible. Mom, dad, or your neighbors may know you well, but can they address your skills, rather than your personality? While personality is important, the recruiter is also focusing on your skills and abilities!
Will this person give you a positive recommendation? Make sure the person you are considering as a reference will be a good one. If you do not have strong professional relationships with people, start developing them. A reference who can't say much about you can hurt your chances as much as one who would offer negative comments.
Consider asking supervisors from internships, full- or part-time jobs, or volunteer work; professors; academic advisers; or student group advisers to serve as your references. (And make sure you ask before you give someone's name and contact information as a reference!)
How to Help Your References Help You!
Here's how you can help your references provide positive insight about you to an employer:
Inform your references of your career plans and the types of positions for which you are applying.
Provide each of your references with a copy of your resume. It provides a good picture of who you are and what you have accomplished. It also gives your reference talking points when speaking about you or writing a reference letter.
Contact your references after you have interviewed with an employer who asks for your reference list. Give the reference the company name and the position you have applied for, and the duties and responsibilities of the job. That will help your reference prepare for contact.
Keep your references informed of your job-search progress. Notify them when you�ve accepted a position and write a thank-you note for their assistance.
Stay in touch with references. You may need to call on them again.
Make Your Reference List Purposeful
References are individuals who can attest to your qualifications for a particular position. They can discuss your skills and attributes. It's a good sign if an employer asks for your references it means you are still in the running for the job. Your references can confirm your abilities, so it's important to select people who can provide the information the recruiter will seek.
When selecting references, consider two questions:
Does this person know you professionally and know you well?Your relationship with the person is more important than the person�s name or job title. For example, if you have interacted with the president of your university a few times, but meet with the adviser to your student group weekly, the adviser is the better choice for your reference. He or she can discuss your skills using more specific examples. Avoid using personal references whenever possible. Mom, dad, or your neighbors may know you well, but can they address your skills, rather than your personality? While personality is important, the recruiter is also focusing on your skills and abilities!
Will this person give you a positive recommendation? Make sure the person you are considering as a reference will be a good one. If you do not have strong professional relationships with people, start developing them. A reference who can't say much about you can hurt your chances as much as one who would offer negative comments.
Consider asking supervisors from internships, full- or part-time jobs, or volunteer work; professors; academic advisers; or student group advisers to serve as your references. (And make sure you ask before you give someone's name and contact information as a reference!)
How to Help Your References Help You!
Here's how you can help your references provide positive insight about you to an employer:
Inform your references of your career plans and the types of positions for which you are applying.
Provide each of your references with a copy of your resume. It provides a good picture of who you are and what you have accomplished. It also gives your reference talking points when speaking about you or writing a reference letter.
Contact your references after you have interviewed with an employer who asks for your reference list. Give the reference the company name and the position you have applied for, and the duties and responsibilities of the job. That will help your reference prepare for contact.
Keep your references informed of your job-search progress. Notify them when you�ve accepted a position and write a thank-you note for their assistance.
Stay in touch with references. You may need to call on them again.
The Customer Is Always Right, Some Food For Thought
It takes a long time for a self employed business owner to build up a reputation for great customer service. I am a caring person, and putting customer service first is something I hold very dear as an important aspect of how I do business. And recently, I almost blew it. In a fit of irritation over a client's request for help, I made a very poor assumption -- and almost made an idiot of myself in the process.
As I reflected on that experience, I came up with these four elements of providing great customer service as a self employed business owner. I share them as a model of how to think about your own customer service interactions (especially those that occur via email) and as a reminder to myself too. I call it the CARE model of email customer service.
C = already a Customer!
Gaining a new customer is 5-10 times more expensive than keeping an existing customer. So doesn't it make sense that we should treat them accordingly? It's easy, when you are in a rush, to forget all the work it took to get them to be a customer in the first place. And never underestimate the wrath of a customer scorned -- a disgruntled customer is much more likely to talk to others about that one bad experience they had with you, than all the good experiences that came before it.
Customers are precious -- remember to treat them that way!
A = Attitude
Having a bad day? In a rush to get to an appointment? If you respond to a customer under those circumstances, chances are that your annoyance or hurry, even if it is not about them, will creep into your response. The words you choose are very important; doubly so if you are responding via email. It's hard to choose the best words if you are peeved or if your mind is elsewhere!
So, take time and care to respond. Find a time when you can take a few deep breaths and set aside any distractions. If you can't find the time, or feel yourself unable to curb your negative energy, get someone else on your team to respond.
R = Relationship
EVERY customer interaction is a link in your relationship with that customer. A good customer interaction, where you solve their problem and make them feel better in the process, makes for a solid, strong relationship. On the other hand, a careless response puts a weak link into the relationship. And a chain is only as strong as its weakest link!
Customer retention is all about how you make your customer feel. Use polite, professional (but not necessarily formal) language, take care to re-read what you've written before sending, and thank them, even if they are complaining. And always ask, at the close of your email, if you've solved their problem or answered their question adequately. These little things can make a big difference.
E = Extra
How can you go the extra mile when interacting with your customers? Can you deliver more than they are asking for? Or just add an unexpected measure of kindness in your response?
Include additional information or advice related to their request. Or, if you can't answer their question, do a little research and point them to a helpful resource. Add a P.S. with a personal note about their health, family, a recent trip, etc. Following up with a hand-written card or note can also be a nice touch.
Treat your customers with CARE, every time, and they will come back, time and time again.
Terri Zwierzynski is a self-employed business strategist and marketing consultant to solo entrepreneurs, and a grassroots promoter of the solo entrepreneur lifestyle. She runs Solo-E.com, the resource website for the self-employed which attracts thousands of solo entrepreneurs and home business owners monthly from over 100 countries on six continents (2007 finalist for “Website of the Year” in the 4th Annual Stevie® Awards for Women in Business). Visit Solo-E.com and get our new ebook, "25 Surefire Ways to Capture More Clients, Get More Done in Less Time, and Make More Money -- in 90 Days or Less."
As I reflected on that experience, I came up with these four elements of providing great customer service as a self employed business owner. I share them as a model of how to think about your own customer service interactions (especially those that occur via email) and as a reminder to myself too. I call it the CARE model of email customer service.
C = already a Customer!
Gaining a new customer is 5-10 times more expensive than keeping an existing customer. So doesn't it make sense that we should treat them accordingly? It's easy, when you are in a rush, to forget all the work it took to get them to be a customer in the first place. And never underestimate the wrath of a customer scorned -- a disgruntled customer is much more likely to talk to others about that one bad experience they had with you, than all the good experiences that came before it.
Customers are precious -- remember to treat them that way!
A = Attitude
Having a bad day? In a rush to get to an appointment? If you respond to a customer under those circumstances, chances are that your annoyance or hurry, even if it is not about them, will creep into your response. The words you choose are very important; doubly so if you are responding via email. It's hard to choose the best words if you are peeved or if your mind is elsewhere!
So, take time and care to respond. Find a time when you can take a few deep breaths and set aside any distractions. If you can't find the time, or feel yourself unable to curb your negative energy, get someone else on your team to respond.
R = Relationship
EVERY customer interaction is a link in your relationship with that customer. A good customer interaction, where you solve their problem and make them feel better in the process, makes for a solid, strong relationship. On the other hand, a careless response puts a weak link into the relationship. And a chain is only as strong as its weakest link!
Customer retention is all about how you make your customer feel. Use polite, professional (but not necessarily formal) language, take care to re-read what you've written before sending, and thank them, even if they are complaining. And always ask, at the close of your email, if you've solved their problem or answered their question adequately. These little things can make a big difference.
E = Extra
How can you go the extra mile when interacting with your customers? Can you deliver more than they are asking for? Or just add an unexpected measure of kindness in your response?
Include additional information or advice related to their request. Or, if you can't answer their question, do a little research and point them to a helpful resource. Add a P.S. with a personal note about their health, family, a recent trip, etc. Following up with a hand-written card or note can also be a nice touch.
Treat your customers with CARE, every time, and they will come back, time and time again.
Terri Zwierzynski is a self-employed business strategist and marketing consultant to solo entrepreneurs, and a grassroots promoter of the solo entrepreneur lifestyle. She runs Solo-E.com, the resource website for the self-employed which attracts thousands of solo entrepreneurs and home business owners monthly from over 100 countries on six continents (2007 finalist for “Website of the Year” in the 4th Annual Stevie® Awards for Women in Business). Visit Solo-E.com and get our new ebook, "25 Surefire Ways to Capture More Clients, Get More Done in Less Time, and Make More Money -- in 90 Days or Less."
illegal Hiring Questions
Employers need to avoid asking illegal questions when interviewing potential employees. These are questions that would indicate that the employer is basing the hiring decision on some illegal discriminatory criteria. Even if the employer naively asks the question with no intention to discriminate, it could form the basis of a discrimination claim if the particular candidate is not hired.
Title VII of the Civil Rights Act of 1964 prohibits discrimination on the basis of race, color, religion, sex, and national origin. In order to avoid potential claims of discrimination in violation of the Act, employers should avoid asking the following questions of potential employees.
What religion are you?
What church do you go to?
Are you married?
Do you have children?
Do you plan to start a family?
Are you a citizen?
What country do you come from?
What is your maiden name?
The Americans with Disabilities Act of 1990 prohibits employment discrimination against qualified employees with disabilities. To steer clear of violations of this Act don’t ask potential employees these questions.
Do you have a disability that will prevent you from doing this job?
Will your disability interfere with your ability to do this job?
How many days were you sick last year?
Do you have (name of disease)?
The Age Discrimination in Employment Act of 1967 prohibits age discrimination against individuals who are forty years of age or older. In order to avoid claims of age discrimination you should not ask questions such as the following.
How old are you?
When did you graduate from high school?
The Immigration Reform and Control Act prohibits employers from discriminating in employment on the basis of citizenship or national origin. The questions mentioned in the section above on Title VII of the Civil Rights Act of 1964 regarding citizenship, country of origin, and maiden name could form the basis for claims of discrimination under the Immigration Reform and Control Act as well.
Title VII of the Civil Rights Act of 1964 prohibits discrimination on the basis of race, color, religion, sex, and national origin. In order to avoid potential claims of discrimination in violation of the Act, employers should avoid asking the following questions of potential employees.
What religion are you?
What church do you go to?
Are you married?
Do you have children?
Do you plan to start a family?
Are you a citizen?
What country do you come from?
What is your maiden name?
The Americans with Disabilities Act of 1990 prohibits employment discrimination against qualified employees with disabilities. To steer clear of violations of this Act don’t ask potential employees these questions.
Do you have a disability that will prevent you from doing this job?
Will your disability interfere with your ability to do this job?
How many days were you sick last year?
Do you have (name of disease)?
The Age Discrimination in Employment Act of 1967 prohibits age discrimination against individuals who are forty years of age or older. In order to avoid claims of age discrimination you should not ask questions such as the following.
How old are you?
When did you graduate from high school?
The Immigration Reform and Control Act prohibits employers from discriminating in employment on the basis of citizenship or national origin. The questions mentioned in the section above on Title VII of the Civil Rights Act of 1964 regarding citizenship, country of origin, and maiden name could form the basis for claims of discrimination under the Immigration Reform and Control Act as well.
Sexual Harassment in the Workplace Defined
Sexual harassment is a form of sex discrimination that violates Title VII of the Civil Rights Act of 1964. The Equal Employment Opportunity Commission (EEOC) is the Federal agency that enforces this Act. The EEOC receives and investigates complaints of sexual harassment in the workplace. When investigating complaints of sexual harassment, the EEOC looks at whole records including the circumstances and context in which the alleged incidents occurred and makes its determinations from the facts on a case-by-case basis.
Sexual harassment includes unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature. There are two types of sexual harassment recognized by federal law: quid pro quo and hostile work environment. Quid pro quo refers to situations where employment decisions such as hiring, firing, or promotions are contingent upon the employee providing sexual favors. Examples of quid pro quo sexual harassment are when a supervisor threatens to fire an employee who does not submit to sexual advances or where a supervisor promises to promote an employee in exchange for sexual favors.
Hostile work environment sexual harassment refers to situations where the employee's work environment is made intimidating, hostile, or offensive due to the unwelcome sexual conduct and the conduct unreasonably interferes with the employee's work performance. This could take the form of unwanted sexual advances by a fellow employee, but it need not involve sexual advances at all. Examples of hostile work environment sexual harassment include making offensive sexual comments or jokes, discussions about sex, and the display of sexually oriented materials.
The victim of sexual harassment may be either a man or a woman. The harasser may be either a man or a woman as well. The victim and the harasser do not have to be of the opposite sex. The victim does not have to be the person to whom the sexual conduct is directed but could be anyone affected by the offensive conduct.
It is the employer's responsibility to maintain a workplace that is free from sexual harassment. The employer may be held liable for sexual harassment committed by their employees whether or not the employee is in a supervisory position. The employer may also be held liable for sexual harassment committed by non-employees. Therefore, it is in the employer's best interest to prevent sexual harassment in the work place and, if sexual harassment occurs, to take remedial action as quickly as possible. Employers should establish a policy for the prevention, reporting, investigation, and punishment of sexual harassment in the workplace.
Sexual harassment includes unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature. There are two types of sexual harassment recognized by federal law: quid pro quo and hostile work environment. Quid pro quo refers to situations where employment decisions such as hiring, firing, or promotions are contingent upon the employee providing sexual favors. Examples of quid pro quo sexual harassment are when a supervisor threatens to fire an employee who does not submit to sexual advances or where a supervisor promises to promote an employee in exchange for sexual favors.
Hostile work environment sexual harassment refers to situations where the employee's work environment is made intimidating, hostile, or offensive due to the unwelcome sexual conduct and the conduct unreasonably interferes with the employee's work performance. This could take the form of unwanted sexual advances by a fellow employee, but it need not involve sexual advances at all. Examples of hostile work environment sexual harassment include making offensive sexual comments or jokes, discussions about sex, and the display of sexually oriented materials.
The victim of sexual harassment may be either a man or a woman. The harasser may be either a man or a woman as well. The victim and the harasser do not have to be of the opposite sex. The victim does not have to be the person to whom the sexual conduct is directed but could be anyone affected by the offensive conduct.
It is the employer's responsibility to maintain a workplace that is free from sexual harassment. The employer may be held liable for sexual harassment committed by their employees whether or not the employee is in a supervisory position. The employer may also be held liable for sexual harassment committed by non-employees. Therefore, it is in the employer's best interest to prevent sexual harassment in the work place and, if sexual harassment occurs, to take remedial action as quickly as possible. Employers should establish a policy for the prevention, reporting, investigation, and punishment of sexual harassment in the workplace.
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